Strategic Human Resource Management The Value to Your Board

Transcription

1 Strategic Human Resource Management The Value to Your Board Saskatchewan School Boards Association Spring General Assembly April 20, 2012 Presented by: Janice Decelles, BA, CHRP & Daniel Kasun, B.Comm, CHRP MNP Consulting Services

2 Today s Agenda Introduction Defining Human Resource Management Board Roles in Setting Human Resource Strategy Making the Link to Student Achievement About the People Perspective

3 Strategic HR A Testimonial I have experienced, first hand, how taking a strategic approach to human resource management contributes to student achievement. Less time, effort and resources are expended on people issues resulting in more focus and energy on the end goal. Bob Bayles, MBA, CHRP Superintendent of Human Resources Prairie Spirit School Division

4 Introduction Tough environment for school boards with recent budget reductions How do you save money while still making productivity gains? All boils down to good management having solid human resources practices can help

5 Human Resources is a Profession National Designation Certified Human Resource Professional Degree (min Bachelor s) requirement Three year experience requirement Two exam components (knowledge and professional practice 70% pass grade) Three year recertification cycle CHRPs bound by a National Code Of Ethics

6 More about the CHRP CHRPs are well versed in the following areas - each housing a portion of the 187 required professional capabilities: professional practice organizational effectiveness staffing employee and labour relations total compensation organizational learning, training and development occupational health, safety and wellness

7 Human Resource Management HR is more than just personnel... Staffing Organizational Design and HR Planning Performance Management Organizational Development, Employee Development and Learning Job Analysis, Design and Evaluation Employee Relations and Collective Bargaining Total Rewards Workplace Health and Safety HRIS (Human Resources Information Systems)

8 Where Boards Come In

9 Okay so what is Strategic HR Management? Strategic Human Resource (HR) Management is all about making sure that the people perspective of any organization aligns with the overall strategic direction Your strategic planning process begins with identifying the vision, mission, goals and objectives of the organization (school board) Everything the school board does should be to support the strategic vision. This includes the HR plan all goals and actions should cascade and flow from the overall school board strategy

10 Why Should You Care? A focus on Strategic Human Resource Management can help you achieve your goals by: Increasing employee and school division s effectiveness and engagement Lowering staff turnover Contributing to educational aims (student achievement) Managing human capital risks Planning is the job of the board to establish direction, set goals and ensure resources are available to implement the strategy

11 Strategic HR Management Student Achievement

12 Student Achievement Student Achievement Student academic achievement Development of skills and abilities that enable students to be productive, contributing members of society Achieving a safe, orderly school environment that is conducive to learning Achieving equality of opportunity and equality of outcomes for all students Achieving the vision and goals of the school board

13 The People Perspective

14 Where to from here? Some activities to undertake: Review strategic plan Is there a clear vision and mission? What about strategies and goals? Is the People Perspective represented in the strategic plan? If yes, could it be better? If not, what are you going to do?

15 Contact Janice Decelles Senior Consultant Phone: Daniel Kasun Senior Consultant Phone:

16 Strategic Human Resource Management The Value to Your Board SSBA Spring Assembly April 20, 2012 Presented by MNP Consulting (Janice Decelles and Daniel Kasun) Discussion question: What are the risks to your school division if these elements (of the people perspective) are not done right. If Role and Goal Clarity is not done right : - (There would be) no way to evaluate results against goals - All staff wouldn t necessarily know what is expected and how they fit into the overall organization - Jobs may not necessarily align with the goals of the organization - May be overlap, creating inefficiencies, in employee accountabilities and job tasks If Highly Skilled Competent Talent is not done right : - You need the right people on the bus everyone working together to achieve goals. (Presumably, if you don t have the right people on the bus, it will be more difficult to reach your overall organization goals.) - (You have to) grow your own (crop of talented people if you are going to succeed). If Equitable Compensation is not done right : - Complacency and lack of improvement (becomes an issue) - (The School Division has) difficulty in finding quality candidates - (there could be significant) retention issues e.g. especially with highly skilled / educated individuals - (May experience) abuse or over use of entitlements (e.g. all sick days) If Career Opportunity is not done right : - Potential gaps in areas of expertise, specialization (or with positions deemed critical to the School Division) - Could lead to higher turnover if career or developmental opportunities are not provided - Could lead to disengaged workforce which may affect student achievement If Performance Enablement is not done right : - (There is) no clarity in individual roles - (There can be) no known common direction - Need personal development plan to help new employees - Could lead to higher turnover, frustration and/or anxiety - Poor job performance - Individual performance is not measurable leading to potential recognition and improvement issues